Head of Africa, QTech Games, Ekaterina Mayorova

Publication date: 6 May 2026

Meet Ekaterina Mayorova, Head of Africa at QTech Games, in a new iGaming Heroes interview on 3S.INFO. A candid conversation about her career journey and management philosophy. She speaks openly about leadership, mistakes, managing an international team, and why Africa has evolved from a business focus into a genuine professional and personal passion.

– How did you get into iGaming? Could you tell us a bit about your journey in the industry?

I actually didn’t plan to get into iGaming — it found me. I started in tech at Microsoft in Malta, working with large clients and complex systems. Through that, I got exposed to iGaming operators and realized how fast-paced and multifaceted the industry is — tech, psychology, regulation, and business all in one.

From there, I moved into fintech with Trustly, working closely with iGaming payments, and then into esports data with PandaScore. Today at QTech Games, I focus on aggregation and emerging markets, especially Africa. So it’s been a very organic evolution — always building on the previous layer.

QTech Games is a B2B iGaming content aggregation platform that enables operators to quickly access a wide portfolio of games from multiple providers through one integrated solution. The company places a strong emphasis on emerging markets, where local adaptation, smooth integration, and regional expertise are critical. This approach allows QTech Games to help operators scale faster and work more efficiently across different GEOs.

– What personal qualities helped you grow into a regional leadership role?

Curiosity and resilience, honestly. I’m not afraid to go into markets that are complex or not fully structured yet. Also, the ability to connect dots — across cultures, products, and people.

And I’d say emotional intelligence. In emerging markets, relationships matter just as much as strategy.

– How big is your team, and how would you describe your management style?

My team is relatively lean, but very international and cross-functional. I don’t believe in heavy hierarchy — I prefer ownership.

My style is direct but supportive. I give people space to make decisions, but I stay very close to the strategy. I’m not a micromanager — but I am very present.

– What matters most to you in the people you work with? Do you see differences between generations?

Ownership mindset. I value people who don’t just execute tasks, but think about impact.

There are definitely generational differences — especially in communication and expectations. But I don’t think it’s about age, it’s about clarity. Younger teams need more context and feedback, while more experienced professionals often prefer autonomy.

So it’s less about adapting to generations — more about adapting to individuals.

– Was there a mistake in your career that later turned out to be extremely valuable?

Yes — trusting structure over instinct early in my career.

I used to think that if something looks right on paper, it must be right. But in reality, especially in iGaming and emerging markets, intuition and human understanding are critical.

Learning to trust my judgment earlier would have saved time — but that lesson became one of my biggest strengths.

– At what point did Africa become part of your career?

Africa became a focus when I started working more closely with emerging markets — but it became personal when I actually started spending time on the ground.

The energy, the growth potential, and the entrepreneurial mindset really stood out. It’s not just a “market” — it’s a completely different rhythm of doing business.

iGaming in Africa offers huge potential, but it comes with a high degree of local complexity. A one-size-fits-all approach simply doesn’t work here. Every country has its own rules, payment preferences, infrastructure challenges, and cultural characteristics. That’s why success depends not just on product and marketing, but on building trust, adapting to the local context, and reacting quickly to change. For insights on driving traffic for gambling and betting in South Africa, Kenya, Egypt, Nigeria, and Cameroon, check out the 3S.INFO Reviews.

– What management principles help you operate in fast-growing and unstable markets?

Clarity over complexity. In unstable environments, overcomplicating things kills momentum.

I also strongly believe that success in these markets is impossible without local understanding. Building real relationships with people on the ground is not optional — it’s essential. You need to understand how people think, how decisions are made, what cultural nuances exist, and even how trust is built in that specific environment.

What works in one country won’t work in another — even within the same region. So for me, it’s about: listening before acting / respecting local culture and traditions / partnering with people who truly understand the market.

And then combining that with: flexibility, but consistency in values / speed, but not impulsiveness.

– What motivates you the most in your work today?

Building something meaningful in markets that are still evolving — but also creating real opportunities for people locally.

It’s not just about business growth. It’s about contributing to ecosystems where jobs, skills, and long-term value can be developed. That part is very important to me.

At the same time, I’m deeply motivated by the human side of it — every market is different, every culture is unique. Being on the ground, meeting people, understanding how they live, work, and think — that’s something you can’t replace with data or strategy.

That combination of impact + cultural learning + real human connection is what drives me today.

– iGaming is an industry that often raises ethical questions. How do you personally navigate this?

For me, it comes down to responsibility and transparency.

iGaming is entertainment — but it has to be approached responsibly. I focus on working with partners who take regulation seriously and understand player protection.

Also, my background in psychology helps — I’m very aware of behavioral patterns and the importance of ethical frameworks in product and marketing decisions.

– If you compare yourself at the beginning of your career and now — where have you become stronger, and where have you become softer?

Stronger in decision-making and boundaries.

Softer in how I approach people. I’ve learned that leadership is not about control — it’s about understanding.

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